For anyone familiar with the implementation of change initiatives within organisations, the capability of project management as a discipline has long been accepted as critical to its success.

The maturity of this capability is underpinned by the availability of a breadth of project management qualifications and accreditation’s including some of the better known such as: PRINCE2, PMP, CAPM, PMI Risk Management, ITIL, and Six Sigma.

Despite this; however, while many of these initiatives are successful from a technical perspective, there are still a very high proportion of initiatives (70%) that fail to meet their adoption objectives.

Complementary to these Project Management qualifications and accreditations is the emerging discipline of Change Management.

 

Driven by trends such as the changes in revenue recognition inherent in the delivery of software as a service (SAAS), where revenue is not recognised until a user actually uses the software vs the old model of recognising revenue when the software box left the warehouse, organisations are now recognising the need for the implementation of Adoption Change Management services in order to reduce the adoption failure rate.

Adoption Change Management is essentially the people side of change and addresses the communication with, training and support of employees before, during and after these change initiatives to ensure that whatever the change, the people are adopting its use. This includes not just developing but maintaining the associated set of new skills and behaviours to ensure its adoption success.

Adoption Change Management accreditation’s such as Prosci, ECM and EPIC Change are growing in popularity with the traditional Project Management disciplines in putting solid process behind the capability.

Research suggests that the adoption success rate of projects where both project and adoption change management are implemented in parallel is closer to 90% – a massive increase in the success of these change initiatives.

Particularly in this VUCA (volatility, uncertainty, complexity, ambiguity) environment when so much is at stake to ensure that change initiatives are not just technically successful but that the capabilities that they offer are fully adopted by users, if organisations really do believe that our people are our most important asset then they would be well advised to take the investment into this new discipline of Adoption Change Management much more seriously.

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